Transparency International Kenya Concept of Action 2012 - 2017
Contents Foreword .................................................................................3 Acknowledgement ...................................................................4 Introduction..............................................................................5 Identity and Aspirations ...........................................................7 Our Approach ..........................................................................9 Strategic Analysis ..................................................................10 Service Delivery Focus..........................................................13 Strategy Map .........................................................................25 Objectives Narrative ..............................................................26 Balanced Scorecard ..............................................................30 Strategy Implications .............................................................34 Risk Analysis .........................................................................35 Organizational Structure........................................................36
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orruption is one of the biggest challenges facing Kenya today. The situation has been aggravated by the high degree of opacity in the conduct of public affairs that has the effect of excluding citizens from playing a significant role in seeking accountability. The Constitution of Kenya, 2010 lays the foundation upon which we can build a strong accountability culture aided by a framework that ordains transparency, accountability and participation as indispensable principles and values that guide our public affairs. Transparency International Kenya is an autonomous national chapter in the Transparency International global network consisting of more than 100 locally established national chapters and its 14 years of existence is to keep the spotlight on corruption through its innovative research and engagement strategies. TI-Kenya has made significant contribution to the constitutional, legislative and policy framework for combating corruption. This Strategic Plan (2012-2017) lays down the strategies for deepening TI Kenyaâ€™s contribution non-partisan manner over the next
This Strategic Plan (2012-2017) lays down the the fight against corruption in a non-partisan manner over the next five years. As the challenges of corruption become more and more complex, so is the need for evolving strategies that respond effectively to the problems. In addition to laws and policies,
the plan lays greater emphasis on institutions and people. The public is the ultimate guarantor of integrity in any society. The Constitutional framework requires an engaged citizenry for its the next five years will seek to move and situate the public at the centre of its interventions in promoting transparency, strengthening institutions and seeking accountability. Special attention has been paid to strategies that support the building blocks for effective integrity systems at the County Government level. In order for devolution to deliver on its promise, deliberate steps must be taken to ensure corruption and impunity is not part and parcel of devolution. Recent discoveries of oil, gold, coal and other natural resources present an urgent transparency and accountability imperative if Kenya is to avoid the governance problems that have afflicted most of the other resource-rich countries in Africa. In this struggle, TI-Kenya will need the support of everyone in order to mitigate one of the greatest challenges undermining the fight against poverty and the quest for a more equal Kenyan society.
Dr. Richard Leakey, FRS Chairman, Board of Directors
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Acknowledgement The development of a strategic plan for any organization is a complex process that requires the input of many people and wide consultation. This plan is the result of many months of dedicated efforts of all the staff of Transparency International Kenya guided by the Board of Directors. The process consisted of wide consultations internally and with the various stakeholders, including members, development partners and civil society organizations. The Board of Directors met thrice to give general oversight and guidance over the development and content of the plan; first the Board of Directors met before the kick off of the planning and gave broad strategic guidelines on content and process; it met a second time to assess the fair product and give further input for finalization. It then considered the final product, gave approval for its completion and adopted it to guide the operations of TI Kenya for a period of five years. We are therefore indebted to the Board of Directors consisting of Dr. Richard Leakey (Chairman), Ms Rachel Mbai, Angelei for their contribution and strategic leadership.
The development of a strategic plan for any organization is a complex process that requires the input of many people and wide consultation.
A five-member steering committee derived from the staff of TI-Kenya acted as the engine that moved all the consultations and logistics that informed the production of this plan. We register our appreciation to this committee and all members of staff for their participation, thoughtfulness and dedication to the entire process. We are also grateful to members of TI-Kenya, development partners and civil society organizations that attended consultative meetings, critiqued various drafts and added value to the planning exercise. We are greatly indebted to Mr. Jasper Morara, an independent consultant who provided the technical guidance to put all the different views together to produce a coherent plan and to write it out. Last but not least, we acknowledge with gratitude the financial support provided by the Embassy of the Kingdom of the Netherlands and ACT! (Act, Change, Transform) for completion of the planning process and production of the strategic plan.
Samuel M Kimeu Executive Director
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1.0 Introduction 1.1 Background to the Development of the Strategic Plan 2012-2017 Since the beginning of 1999, TI-Kenya has been implementing all its activities with overall guidance of Strategic Plan frameworks for institutional development and programming. The recent TIKenya Strategic Plan 2008-2012 for instance provided a shared sense of direction and operation
dynamic political, economic and social context as informed by the Constitution of Kenya, 2010 as well as Vision 2030 have been used as a basis for this plan. This Strategic Plan 2012-2017 is drawn to the wider mission of TI-Kenya and therefore the goals and objectives of some of its key commitments
1. 2 Rationale
an analysis of the accountability and transparency concerns in the country as informed by several studies that have been undertaken and takes into account government programs such as Vision 2030 and government medium term plans.
The expiry of the strategic plan 2008-2012 is the basis of this new five year strategic plan for TIKenya. The Strategy is aligned to the TI Movement
The SP is further drawn to contribute to other global commitments such as the Millennium Development Goals (MDGs).
of five years, which guided annual planning and implementation.
therefore the goals and objectives of some of its key commitments such as Kenyaâ€™s new Constitution.
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Design of this strategic plan is based on the Balanced Scorecard (BSC). Use of the BSC tool provides a balanced view of TI-Kenyaâ€™s strategic focus and makes it easier to communicate, implement and measure progress and results of the strategy.
Development and Design of the Strategic Plan TI-Kenya engaged a consultant to provide technical support in formulating this strategic plan. The design process involved various analyses (historical analysis, evaluation of the 20082012 strategic plan, analysis of the internal and external environment and beneficiary analysis), a strategic planning and several consultations at the Board and secretariat (staff) level. The Board approved the strategic plan in October 2012. Design of this strategic plan is based on the Balanced Scorecard (BSC). Use of the BSC tool provides a balanced view of TIimplement and measure progress and results of the strategy.
Scope and Purpose of the Strategic Plan period of 5 years beginning October 2012. The strategy helps to clarify to members, board, staff, the Kenyan public and other stakeholders on what TI-Kenya seeks to achieve in the next five years.
Organization of the Strategic Plan This document is organized into the following sections that represent key components of the strategic plan.
description of who TI-Kenya is, its vision, mission, and values.
strategic focus for the period 2012-2017. TI-Kenya will use in implementing this strategy.
performance measurements and initiatives. implications and risks of the strategy and outlines measures TIKenya will put in place to mitigate the effects. governance and management structure that TI-Kenya will put in place to implement this strategic plan.
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2.0 Identity and aspirations 2.1
Identity Kenya with the aim of developing a transparent and corruption free society through good governance and social justice initiatives. TI-Kenya is one of the autonomous chapters of the global Transparency International movement that are all bound by a common vision of a corruption-free world.
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Core values Integrity: We will always uphold honesty, transparency, reliability and consistency in our conduct, actions and dealings. Inclusion: We recognize, respect and accommodate all forms of diversity both within the organization and outside with the people we serve and partners we work with. We will strive to provide an environment and space that encourages the membership, board, staff, citizens and partners to utilize their skills and abilities in transforming society.
â€œ We also ensure equality in developing partnerships and providing services to the public.â€?
We discharge our duties and provide service to society in a fair and equitable manner as guided by our internal policies, the Laws of Kenya and general international standards. We present and promote equal opportunities to all people irrespective of any form of diversity. Internally we will promote an environment in which all our members, board and staff have equal opportunities to express themselves and develop their talents and potential. We also ensure equality in developing partnerships and providing services to the public. In making our decisions and discharging our duties we are driven by what is right and in the best interest of society, regardless of the consequences and dangers involved. In executing our mandate, we strive to uphold the highest standards of ethical and professional practice. We are aware that the fight against corruption can only be won by everyone standing up against the vice. As such we actively seek partnerships with other actors including individuals, groups, the Government, non-profit sector, forprofit sector and international bodies with whom we share the vision in the fight against corruption.
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TI-Kenya will continue using advocacy as its signature approach. Advocacy will be complemented by other approaches including research, partnerships development, capacity building and civic engagement. Advocacy: TI-Kenya undertakes evidence-based advocacy aimed at improving the policy and legislative environment that would enhance better service delivery, integrity and accountability of leadership and institutions to the public. Partnerships: TI-Kenya has been and will continue to strengthen partnerships with a variety of stakeholders ranging from small community support groups, religious organizations, civil society organizations, government institutions and international networks with whom we share the common vision in fighting corruption. Research: TI-Kenya undertakes research aimed at informing the development of appropriate policies and legislation in the fight against corruption. TI-Kenya ensures research is conducted in a professional and ethical manner and that the information is made available to the public through a variety of means. Our key research initiatives include the East African Bribery Index, institutional integrity surveys and regular opinion polls. TI-Kenya engages groups and individuals particularly at the community level with the aim of developing and sustaining a critical mass of people that have a common vision, voice and stand against corruption. This will be achieved through public education and sensitization, organizing, mentoring, legal advisory and technical support.
â€œOur key research initiatives include the East African Bribery Index, institutional integrity surveys and regular opinion polls.â€?
Civic engagement: TI-Kenya engages the public through a variety of ways aimed at ensuring that the public understands the full meaning of corruption and can take action to curb it. Our civic engagement approaches include sensitization and education, public interest litigation and public petitions.
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3.0 Strategic analysis 3.1 Overview of the Context The Transparency International
to fight corruption has variously
abuse of entrusted power for private
Kenya, 2010, for instance, is premised on good governance, integrity, transparency and accountability. The
number of other vices such as bribery, extortion, fraud, nepotism, tribalism, embezzlement and influence for selfish gain that have not traditionally been anti-corruption agenda has been and will continue to be guided by this broad definition. Corruption is a global problem that affects all countries, all sectors and all sections of the society. Its magnitude and effects are however more in the poor and developing countries. Over the years studies and opinion polls have identified corruption as one of the greatest concerns for Kenyans. On the Global Corruption Perception Index,
Corruption is a global problem that affects all countries, all sectors and all sections of the society.
2011, Kenya was ranked 154 out of 182 countries surveyed with a score of 2.2 out of a possible 10.0. Corruption has hurt the Nation in a number of ways including undermining service delivery, democracy and the rule of law, increasing the rate of unemployment, slowing down economic growth, fuelling poverty and raising the cost of living, insecurity and undermining investor confidence. The Kenya Ethics and Anti-Corruption Commission (EACC) is yet to attain the independence and effectiveness it is expected of in the fight against corruption. Nevertheless, the resolve
Vision 2030, on the other hand has also identified corruption as one of the challenges that should be addressed in order to realize the targeted development goals. The 2008 National Accord and Reconciliation Agreement that set up the coalition government similarly prioritized the fight against corruption and impunity as part of the
In recent years, a number of legislations have also been passed in fighting corruption. These include the Anti-Corruption and Economic Crimes Act of 2003, the Public Officer Ethics Act of 2003, the Government Financial Management Act of 2004, the Public Procurement and Disposal of Assets Act of 2005, the Witness Protection Act of 2006, the Fiscal Management Act of 2009 and the Public Finance Management Act of 2012. A Leadership and Integrity Act, 2012 has been enacted into law but several organizations including the Commission for the Implementation of the Constitution (CIC) have accused Parliament of watering down the law as a deliberate attempt to sabotage the enforcement of strict ethical and moral requirements of Chapter Six of the Constitution of Kenya, 2010. Cabinet
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has also approved the Campaign Finance Bill, 2012, which will regulate the amount and sources of funds to be used during elections and referenda. The proposed law aims to eliminate the influence of financial resources
â€œBesides enacting anticorruption legislation, the country has also established a number of institutions and watchdog agencies corruption.â€?
processes. Kenya has also ratified a number of legally binding normative arrangements on corruption, which reflect the resolve to fight corruption and related vices. For instance, Kenya was the first country to sign and ratify the United Nations Convention against Corruption (UNCAC) and is also a party to the Convention against Transnational Organized Crimes. At the regional level, Kenya is party to the African Union (AU) Convention on Preventing and Combating Corruption and the East African Community (EAC) Protocol on Preventing and Combating Corruption. Besides enacting anticorruption legislation, the country has also established a number of institutions and watchdog agencies to fight corruption. While there are no significant results realized yet, these laws and institutions collectively lay a good foundation in the fight against corruption. Political will is critical in fighting corruption. Current efforts by TIKenya and other stakeholders in fighting corruption have severely been undermined by lack of political will. Change in political leadership expected as a result of the 2013 general elections will have significant implications on the fight against corruption. Significantly, there will be an official opposition at all levels of law-making and oversight. Voting in leaders with high integrity
will be a significant milestone in fighting corruption. The devolved system of government also introduces new dimensions and implications in fighting corruption. While a devolved government will present significant benefits to the public, it might also serve to devolve corruption unless efficient oversight is exercised. The process of developing new legislation to implement the Constitution of Kenya, 2010 is likely to continue causing friction among the coalition government partners which if not well managed could result in instability. The current political polarization has also undermined the quality of legislation that Parliament passes and heightened the need for a watchdog role in ensuring compromised legislation is re-visited to strengthen it. Further challenges are expected to emanate from the Truth Justice and Reconciliation Commission (TJRC) and the International Criminal Court (ICC) processes. The outcome of TJRC is likely to be politicized based on the perceived effects on the 2013 elections for some candidates. Political alliances have also been formed along the lines of those for and against the ICC trials of four post election violence suspects. These alliances will have important impact in determining how the fight against corruption is effected beyond the elections in March 2013.
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3.2 Lessons learnt
up against corruption is still weak increase the magnitude and complexity of corruption capacities in the fight against corruption strategic objectives. membership participation, improving the work environment, building staff competencies and motivation.
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4.0 Service delivery focus 4.1 Drivers and objectives
Goal 1: Goal 2: A society that upholds and promotes integrity Drivers Public Institutions: Majority of the public depends on public institutions in accessing basic services such as health, water, education and security. Corruption and inefficiency in these institutions, therefore, has enormous effects on this critical function. The devolved system of government under the new constitution is likely to increase the incidences and magnitude of corruption in public institutions. Legislation: The Constitution requires the enactment of a number of new laws. Most of these laws are supposed to come into effect before the next general election. Given the short time remaining before the next elections, there is a danger that the new laws will not meet the required quality. Implementation of these laws is also likely to pose significant challenges to government.
The Public: The war against corruption will not be won unless the public develops and sustains pressure on public institutions to provide quality services and leaders to be accountable. The past work of TI-Kenya and other stakeholders has managed to create public awareness, but this is not enough.
To strengthen governance in targeted institutions: These institutions will include water, education, humanitarian aid, climate finance governance, the police and extractive industries
To develop an effective policy and legislative environment. TI-Kenya will support the development of quality laws and also monitor their implementation.
To strengthen the capacity of the public to TI-Kenya will strengthen the capacity of the public to not only recognize corrupt practices, but to also take action against such practices. TI Kenya will have a special focus on the youth as a key pillar in enhancing public integrity and fighting corruption
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4.2 Sectoral focus Corruption affects almost every sector and public service institution in Kenya. In the coming five years TI-Kenya prioritizes to address corruption in water, education, humanitarian aid, climate finance governance, the police and the extractive industry. 4.2.1 Water: Governance in the water sector is particularly important, not only
â€œTo promote good governance in the water sector efforts and framework for activity at different levels of the governance agenda, efforts must go beyond processes and provide for tracking of the outcomes of these processes.â€?
ability to rise out of poverty, but also neglect in service provision can result in devastating declines in social and economic welfare. Lack of access to portable water has a direct impact on the health of people and nations. Improving governance in the sector must therefore first be anchored on a strong policy and legal framework that entrenches transparency, accountability and participation. While there have been credible attempts to legislate in favour of transparency and accountability, there are still laws and practices in the sector that need to be strengthened to actualize integrity in the water sector. Currently efforts by the government, donors and civil society organizations to improve different aspects of governance in water services have generally been carried out in an ad hoc manner. As a result, well intentioned interventions have not been well linked and the focus has tended to be on processes with little attention paid to the desired outcomes. Furthermore the linkages between sectoral performance and the wider governance context are frequently overlooked. To promote good governance in the water sector and provide a unified framework for activity at different levels of the governance agenda, efforts must go beyond processes and provide for tracking of the outcomes of these processes. 4.2.2 Education: The education sector is by all means one of the most important sectors, mainly because it has a direct relation to all other sectors, and therefore risks that compromise its quality have direct implications on the quality of service that other sectors provide. With the Constitution of Kenya, 2010 the education sector has to reform and adjust to the demands of the constitution. On devolution the sector will require institutional capacity development in order to effectively manage institutional and county resources. Along with strengthening governance at the county level, it will be important for TI-Kenya to monitor sector resource mobilization and utilization both at the national and county level. TI-Kenya also has an opportunity to advance the war against corruption by engaging with the youth in schools and other learning institutions to promote and develop integrity and ethical values.
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4.2.3 Humanitarian aid: The most damaging impact of corruption is the diversion of basic resources from the poor. Diversion of humanitarian aid is the worst since it deprives victims of natural disasters and civil conflicts of essential life-saving resources. Kenya has been regularly affected by humanitarian crises, mainly as a result of droughts and floods in the Arid and Semi Arid lands (ASALs) of the country. Nairobi is the main hub for humanitarian organizations responding to crises in the Horn and Eastern parts of Sub-Saharan Africa. In the coming years Humanitarian operations are likely to remain significantly important and frequent in the Horn of Africa due to the combination of climate change (with increasing weather hazards leading to droughts, floods, etc) as well as political instability and conflicts (next general elections in Kenya, conflicts in Somalia, South Sudan, etc). TI-Kenya will build on the Food Assistance Integrity Study completed in 2012 and its partnerships with humanitarian organizations to improve internal and external accountability in the implementation of humanitarian operations and to enhance capacities of beneficiaries to monitor aid delivered to communities and report suspected cases of corruption. 4.2.4 Climate Finance Governance: Climate change has been identified as the worst disaster facing the world today. Kenya is among developing countries worst hit by its effects. In the international climate change negotiations, developed countries have committed to jointly mobilize $100 billion per year by 2020 for the climate mitigation and adaptation needs of developing countries. However, this money is flowing through untested systems and no centralized system for tracking all relevant climate financial flows. In addition, deforestation and forest degradation are the second leading cause of global warming, responsible for about 15% of global greenhouse gas emissions, which makes the loss and depletion of forests a major issue for climate change. REDD+ (Reducing Emmissions from Deforetstation and from Degradation) mechanism is to reduce emissions from deforestation and forest degradation, and foster conservation, sustainable management of forests, and enhancement of forest carbon stocks. Kenya is currently preparing a climate change action plan and a REDD+ preparedness plan in readiness for climate finance and REDD+ money. TI-Kenya will continue to work with public institutions involved in climate finance with the aim of putting in place stronger governance systems and enhancing transparency and accountability in processes addressing climate change.
â€œIn the international climate change negotiations, developed countries have committed to jointly mobilize $100 billion per year by 2020 for the climate mitigation and adaptation needs of developing countries.â€?
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4.2.5 The Police: The Kenya Police has for many years been ranked (by TI-Kenya, EACC and other opinion polls) as one of the most bribe prone public institution. The ongoing institutional reforms of the police force present a good platform for TI-Kenya to combine efforts with other actors in promoting integrity and enhancing a good public image of the police force. TI -Kenya will push for and seize opportunities to undertake specialized analysis of integrity challenges in the police service and make recommendations. TI-Kenya will also make available its expertise in research to assist institutions involved in police reform in diagnosis and addressing integrity gaps within the institution.
â€œThe government has commissioned a lot of exploration activities in the country. Recent discoveries of commercially viable petroleum, coal and other mineral deposits have been reported.â€?
4.2.6 Extractive industry: The extractive industry includes the development and exploitation of natural resources including renewable (water, forestry, wildlife, and fisheries) and non-renewable natural resources (coal, oil, gas and minerals). In Kenya there are significant efforts aimed at enhancing the governance and management of renewable resources. On the other hand, non-renewable resources have not received much attention probably because the existence and abundance is not very well understood. The government has commissioned a lot of exploration activities in the country. Recent discoveries of commercially viable petroleum, coal and other mineral deposits have been reported. How these resources are accessed and developed will present either a blessing or a curse to the country. The greatest gainers or losers will be the host communities in the regions where these resources are found. Strengthening governance is the proactive way of ensuring that the host communities and the country as a whole benefit from revenue that accrue from these resources. TI-Kenya will target streamlining governance in the natural resources sector by supporting and influencing development of effective policies and legislation, strengthening governance in relevant public institutions and promoting civic and private sector engagement.
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5.0 Strategic analysis 5.1 Strengths and weaknesses Key Strengths
An excellent and respected brand in the fight against corruption
Challenges in demonstrating results and measuring impact
Ability to mobilize stakeholders on a critical issue; citizen-oriented approach TI-Kenya has a unique and practical niche in transforming society and developing the country TI-Kenya is the leading CSO in the governance sector and well respected by stakeholders TI-Kenya has the ability to influence policies on enhancing integrity Works well with other stakeholders (institutions, organizations and individuals) to enhance integrity and accountability Has a stable and credible board of directors A committed and capable staff and management team Through ALACs TI-Kenya has increased the coverage and reach of its services at the community level TI-Kenya works in new non-traditional areas that include climate change governance, and humanitarian aid.
Inability to satisfy high public expectations Limited focus in building capacities of partners Challenges in sustaining coalitions and partnerships Inadequate staff motivation mechanisms Limited opportunities for staff capacity development Internal information flow and communication challenges Gaps in membership participation/ involvement in the organization Gaps in knowledge management Insufficient resources to support long-term organizational development Limited infrastructure
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5.2 Opportunities and threats
5.2.1 Political factors Changes and Trends
devolved governance structures
Opportunities and Threats Increased space and opportunities for public participation Recognition of minorities including gender representation The challenge of accountability at the county level
Potential of strengthening the watch dog role through Change in government Prosecutions) Office, ombudsman, political opposition
Strengthening of non-reform forces
This could send us back to the struggle, stalling reforms and rolling back progress in reforms
General elections in 2012/13 (Campaigns and elections)
Fundraising for the elections & campaigns is likely to lead to increased corruption. Likelihood that elections could lead to instability Vetting of candidates in line with the leadership and integrity chapter Public-funded civic education on elections Use reformers and non-reformers The President and other elected leaders will determine political will in fighting corruption There might be need to build new relations with Government Effects on donor funding and programmatic areas
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5.2.2 Legal factors
Changes and Trends
Opportunities and Threats for TI-Kenya
Implementing the Constitution of Kenya, 2010 will require development of a number of new legislation and policies.
Tracking development and implementation of new legislation Public Interest Litigation Guarding of gains made in the Constitution
Expected to have recommendations on how to deal with historical injustices, a number of which relate to corruption and integrity of leaders
Outcome will influence direction and strength in the fight against corruption
Passage of various protocols for East African Community
Opportunities for partnerships with other TI chapters and general programming for the region
â€œICC - Outcome will
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5.2.3 Economic factors
Changes and Trends
Development of the extractive industries Petroleum exploration and mining in Turkana and other regions Titanium mining in Kwale Coal mining in Kitui
Opportunities and Threats for TI-Kenya
Effects on the economy (may be positive or negative) Potential negative effects on the environment Potential for resource based conflicts Change and dynamics on the relations between Kenya and other countries
Implementation of Vision 2030
Alignment to the priorities of Vision 2030
Increase in foreign direct investment in agriculture
Land-related corruption and conflicts The challenge of dealing with foreign governments and investors investing in agriculture
The Euro-zone crisis
Likely reduction of aid to developing countries and the civil society sector
Increased cost of living
Reduced public access to basic needs and services Need for consumer protection (particularly low income earners)
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5.2.4 Social and demographic factors
Changes and Trends Youth unemployment and related social challenges Implementation of Article 43 of the Constitution on economic, social and cultural rights. The role of National Cohesion and Integration Commission (NCIC) in social integration
Opportunities and Threats for TI-Kenya Re-emergence of militia groups and organized crime Resurgence of crime Increased awareness and demand for social economic rights as stipulated in the Constitution
public institutions and political leaders
Involvement of women and youth in governance
Growth in space and opportunities for women and youth to participate in Governance
A more informed public
More demands on integrity and transparency among leaders and improved initiatives in fighting corruption Increased demand for public involvement in the fight against corruption
Current efforts to ensure ethnic balance in public institutions
Increased public awareness and demand for ethnic balance in public institutions Devolved government might make the situation of
Growth of the civil society sector and increased role in development
Opportunities for collaboration and partnerships Increased need for integrity within the civil society sector
The Constitution emphasises on representation for the marginalised groups (women, youth, persons living with HIV, etc)
Increased public awareness and demand in integration of marginalized groups presents an opportunity for TI Kenya
New counties and demographic structures
More demand for TI-Kenya to increase coverage and presence at the various counties
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5.2.5 Technological factors
Changes and Trends
Opportunities and Threats for TI-Kenya Use of social media as a tool in fighting corruption
More people connected to the internet. Influence of social media; uptake and use Growth in mobile telephony-more people with mobile telephones Development of Konza Technology City and others in the pipeline
Freedom of Information and ICT laws and policies. government service delivery) Open Governance initiative Inadequate and high cost of electricity
work Increase in cyber crime
Increased public access to information technology integration will reduce incidences of corruption
Consumer protection against escalating cost of electricity Development of laws and policies on alternative energy sources (solar, wind, etc)
accountability: technology integration will reduce incidences of corruption
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5.2.6 Physical environmental factors Changes and Trends
Opportunities and Threats for TI-Kenya
Development focus of the Arid and SemiArid Lands (ASAL)
Government accountability and planning for the ASAL region Logistical difficulties for TI-Kenya to work in the ASAL regions
Climate change and its effects
Accountability of Government and other actors on efforts for climate change adaptation and mitigation Carbon trading in forestry, grasslands and agriculture might trigger land grabbing and conflict Accountability of government and other actors in disaster management / humanitarian aid Greater focus on good governance in the forest sector.
The impact of physical development on the environment
Public interest litigation on development that violates basic and fundamental rights Corporate environment and social responsibility by corporations
Natural resource based conflicts
Development of policies and legislation that ensure more sustainable utilization of the natural resources
The Constitution recognizes the right to a clean and healthy environment
Increased awareness and demand for a healthy and clean environment
Increased awareness and demand for a healthy and clean environment
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Public institutions Private institutions Other civil society organizations Media The International Community The East African Community
The government has responsive service delivery systems Resources acquired corruptly are recovered Perpetrators of corruption are apprehended, prosecuted and punished
litigate on behalf of victims of corruption articulate the needs and concerns of the weak and voiceless build the capacities of other local institutions fighting corruption serve as a resource on governance and policy issues provide reliable information on corruption.
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5.4 Strategy map
Transparency International Kenya | Concept of Action 2012 - 2017
6.0 Objectives narrative 6.1 Citizens: What must TI-Kenya achieve for Kenyan Citizens? Objective
Strengthened governance in targeted institutions
Corruption is one of the greatest vices affecting almost all public institutions in Kenya. Strengthening governance in these institutions will significantly enhance their efficiency and ensure they deliver quality services to the public. In the next 5 years, TI-Kenya will target public institutions in water, education, humanitarian aid, climate finance governance, the police and extractive industries.
An effective legislative and policy environment
Having effective policies and legislation is critical to fighting corruption. The Constitution proposes development of new laws. A number of the laws will have an implication in fighting corruption. TI-Kenya has identified EACC (Ethics and Anticorruption Commission) Act, Campaign Financing Bill, Whistle Blower Protection Bill, and Witness Protection Act as the laws/bills with a direct effect on the fight against corruption. TI-Kenya will not only support development of these laws but also provide support and monitor progress in implementation.
Citizens with capacity to fight corruption and associated vices
A strong civic movement holds key to the fight against corruption. TI-Kenya will build the capacity of the Kenya citizenry and civil society to identify and organize itself around issues of corruption, speak out and take action to hold leaders accountable.
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6.2 How we work: What must TI-Kenya excel at to deliver for Kenyan Citizens? Objective
Improve design and implementation of programs
TI-Kenya will enhance its capacity to design and implement programmes that are of high quality, respond to the critical needs of citizens and are implemented in a timely manner.
Improve knowledge management work. TI-Kenya will take advantage of growth in ICT capacity and infrastructure in the country to develop an effective knowledge management and information sharing system that is easy to access and use by the public both at the national and county levels.
Strengthen monitoring & evaluation
TI-Kenya will ensure development of an M&E system that is versatile and able to measure and demonstrate results at different levels.
Strengthen financial management
TI-Kenya has a robust financial management system. TIKenya will ensure that all staff understand the system and take advantage of the opportunities it presents to enhance financial management efficiency and effectiveness.
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6.3 Capacities and Competencies: What must TI-Kenya invest in to excel? Objective
Continuous improvement of staff skills and competencies
Successful implementation of this strategic plan will require highly skilled and competent staff. TI-Kenya will be more proactive in addressing staff capacity building needs. This will involve allocation of adequate resources and developing a system for identifying and addressing capacity needs, nurturing talent and encouraging innovation.
Attracting and retaining high quality staff
TI-Kenya will strive to build and sustain a work environment that provides equal recruitment opportunities, addresses both the social and professional aspirations of staff, encourages openness and fosters unity of purpose. TI-Kenya will also develop its internship program to identify and nurture talent among students and young professionals
Strengthening the Board and membership
The Board and membership play a critical role in providing guidance and oversight. TI-Kenya will develop mechanisms for attracting and retaining, in its board and membership, persons with high quality leadership, commitment and shared vision in the fight against corruption.
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6.4 Resources: How will TI-Kenya ensure it has adequate resources? Objective
Developing opportunities for generating own income
TI-Kenya has opportunities to generate its own income and limit dependency on funding partners, even in supporting its core functions. TI-Kenya will explore the possibility of consultancy, development of an endowment fund, office infrastructure as opportunities for generation of own income.
Increase and diversify funding from donors
TI-Kenya has for a long time relied on limited funding sources. There is, however, potential for raising significant resources from multiple funds partners for programs as well as institutional development.
Enhance public presence and profile
Building a strong brand and ensuring a prominent public presence will ensure continued public support and increased opportunities and resources for TI-Kenya
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7.0 Balanced scorecard 7.1 Citizens Objectives Strengthened governance in targeted institutions
Performance Indicators Number of institutions Integrity programmes Rating of institutions in the East Africa Bribery Index
Initiatives / Programs Public Institutions Governance Strengthening Program (water, education, humanitarian aid, climate finance governance, the police and extractive industries)
An effective legislative and policy environment
Number of TI-Kenya anti-corruption recommendations enacted into law The level of success in implementing key anticorruption legislation
Policy and legislation advocacy (Ethics and Anti-corruption Commission, Campaign financing, Freedom Of Information, Whistle Blower, Witness protection, political parties, Public appointments, Parliamentary approval act)
Citizens with capacity to fight corruption and associated vices
Number of corruption complaints reported to EACC and ombudsman Number of citizens-led anti-corruption initiatives that TI-Kenya facilitates
Civic engagement and capacity building program
Strengthened governance in targeted institutions
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7.2 How we work Objectives Improve design and implementation of programs
projects and programs developed based on
Initiatives /Programs Staff capacity building in programs design and implementation
Number of programs that meet desired results in a timely manner. Strengthen monitoring & evaluation
Number of programs designed with effective M&E plans Percentage of performance indicators for this strategic plan that are tracked and reported on.
Strengthen M&E capacity and practice
Improve knowledge management
Number of institutions and entities that use TIKenya databases Level of staff satisfaction
Develop a knowledge management system ICT Integration
learning forums Improve financial management
Level of staff compliance with the financial management policies and procedures External audit rating
financial management systems Optimize use of available resources
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7.3 Capacities and Competencies Objective Continuous improvement of staff capacities and competencies
Performance Indicators Percentage of staff meeting agreed performance targets Percentage of staff whose capacity building needs (as identified through
Initiatives / Programs Develop a staff performance management system Develop a staff capacity building plan
performance appraisals) are addressed
Attract and retain high quality staff
Level of staff satisfaction with the work environment and motivation mechanisms Rate of staff turnover
Salary structuring and review plan Development of staff motivation plan Development of an internship program
Strengthen the Board and membership
Board performance rating Performance of members
Membership development plan Board and membership self-assessments on performance
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7.4 Resources Objectives Develop opportunities for generating own income
Performance Indicators Level of income generated from own sources
Initiatives / Programs Develop and implement a unrestricted income. (Key of business unit, consultancy, endowment and property development)
Increase and diversify funding from donors
Number of donors and respective portfolio Amount of funding from donors
Develop and implement a fundraising plan
Enhance public presence and profile
Level of public awareness about TI-Kenya and its work Level of success in
Develop and implement an external communication strategy
external communication strategy
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8.0 Strategy Implications 8.1 Implications Program areas and sector: TI-Kenya has prioritized working in water, education, humanitarian aid, climate finance governance, the police and extractive industries.
â€œThe successful implementation of this strategic plan will depend on how long key staff devote to its realization.â€?
Capacity building: With the focus to strengthen capacities of organizations and individuals at the grassroots. This will require TI-Kenya to increase its resource allocation for capacity building, develop capacity building competencies and grant-making capacity. Regional coverage: Demand for TI-Kenya services at the county level is expected to be overwhelmingly high. TI-Kenya recognizes the reality that it cannot have a physical presence at all the regions. Therefore, TI-Kenya will invest in developing partnerships with other actors in regions where a physical presence will not be possible. Organization structure: This strategy will need a review of TIredeployment and hire to fill new positions created with the new structure. Staff retention: The successful implementation of this strategic plan will depend on how long key staff devote to its realization. TIKenya will ensure development of mechanisms to attract and retain high quality staff. Growing pressure to demonstrate results: There will be growing pressure to demonstrate results both internally and externally. TIKenya will ensure it has sufficient staff capacities and resources to effectively implement monitoring and evaluation practices that effectively track and report progress and results not only in programs but in implementing this strategic plan as well. Financial resources: Implementing this strategic plan will have important financial implications. TI-Kenya will explore developing opportunities to generate its own income while improving its efforts to attract and retain long-term funding from multiple donors.
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8.2 Risk Analysis
Powerful and corrupt leaders being elected to public offices
Developing quality leadership integrity and accountability legislation and monitoring its implementation. Public sensitization on the need for electing credible leaders
Continued lack of political will to fight corruption
Ensure corruption remains a top agenda for 2013 elections and in national dialogue
Politicization of fight against corruption values of integrity, courage and professionalism in fighting corruption High demand and expectation from the public
Strengthen coalitions and partnerships
Increased competition for limited funding opportunities
Explore opportunities for developing own income sources Develop strategies for diversifying funding particularly tapping into funding opportunities from non-traditional sources
Changes in donor priorities
Regular discussions and information update with our donors Annual review of our strategic plan
â€œPublic sensitization on the need for electing credible leaders.â€?
35 Transparency International Kenya | Concept of Action 2012 - 2017
Transparency International Kenya | Concept of Action 2012 - 2017
Published on Apr 18, 2013
Published on Apr 18, 2013
Transparency International Kenya (TI-Kenya) is a not-for-profit organization founded in 1999 with the aim of promoting a transparent and cor...